1 Organizational capabilities derive from the organization’s capacity to bring its resources and skills together and deploy them advantageously, and as such they form the identity of the organization by defining what strategies [social innovations] they are good at doing (Barney 1991 Barney, J. B. 1991. “Firm Resources and Sustained Competitive Advantage.” Journal of Management 17 (1):99–120. doi: 10.1177/014920639101700108.[Crossref], [Web of Science ®] , [Google Scholar]).

2 Organizational performance is the outcomes an organization obtains as a result of the implementation of its strategies [social innovations], and is often defined in terms of “comparing actual value created by [an organization] with its expected value” (Barney 1997 Barney, J. B. 1997. Gaining and Sustaining Competitive Advantage. Reading, MA: Addison-Wesley Publishing Company. doi: 10.1086/ahr/80.1.64.[Crossref] , [Google Scholar], 63).

3 Doing so through, for example, “theory elaboration” which is “the process of conceptualizing and executing empirical research using preexisting conceptual ideas or a preliminary model as a basis for developing new theoretical insights by contrasting, specifying, or structuring theoretical constructs and relations to account for and explain empirical observations” (Fisher and Aguinis 2017 Fisher, G., and H. Aguinis. 2017. “Using Theory Elaboration to Make Theoretical Advancements.” Organizational Research Methods 20 (3):438–64. doi: 10.1177/1094428116689707.[Crossref], [Web of Science ®] , [Google Scholar], 438).